Purpose – Effective change management is important for organizational development, but without knowing what features of change situations impact on employee behavior it is difficult to manage change successfully. Considering the changing age demographic of the Australian workforce and the...

What triggers organisational change? A recent UK survey of 200 companies suggests that the trigger is more likely to be a crisis than a positive response to a perceived opportunity, or in order to pre‐empt threats. The observed change initiatives did, however, follow current wisdom associated...

In this article two personnel management strategies are discussed: a control strategy and a commitment strategy. The main argument is that in most circumstances a balanced strategy has clear advantages over one of the two extreme options.

Good strategy is not worth much unless it can be put into action. In practice it is usually implementation, not the underlying strategy, that makes a project succeed or fail. This article provides a framework for strategy implementation through action planning. This approach to implementing...

Innovation and creativity at work have emerged as central concerns in recent years amongst applied researchers and practising managers alike. Little research, however, has addressed the influence of different group membership and organisational status on perceptions of innovation processes. The...

Reports results from an extensive survey of major American change programmes which revealed a set of clusters of interventions. Most typically, the change programmes involved combinations of intervention techniques. Team‐building, strategic planning, skill building and restructuring were the...

Aims to provide a theoretical basis for, and overview of, self‐evaluation as a beneficial practice. Discusses six issues: (1) types of entrepreneurial organizations and metaphors which may be used to think about them; (2) how self‐evaluation is usefully seen as a learning process; (3) common...